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2010/2011  KAN-ENTR.SHIP  Entrepreneurship

English Title

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Mandatory
Level Full Degree Master
Course Period
Time Table Please see course schedule at e-Campus
Study Board
Study Board for MSc of Social Science
Course Coordinator
Sigvald Harryson
Main Category of the Course
  • Innovation and entrepreneurship
Last updated on 29 maj 2012
Learning Objectives
The learning objectives of this course are to:
  • Identify and build the most critical relationships to drive innovation leadership within and across small and large organizations
  • Discuss and analyze theories, models, and perspectives on innovation, networking and knowledge creation, which are essential for know-who based entrepreneurial processes to happen and succeed
  • Develop the ability to combine and relate fundamental theories to practical tools and examples within the domains of individual entrepreneurship – and its reliance on network theory
  • Learn new forms of organizational entrepreneurship – and their reliance on management-studies and networking, including strategic intelligence and industry-university collaboration
  • Acquire mastery in identifying, combining and developing new forms of networking and knowledge networks to support the co-creation of innovation
  • Learn how to drive exploitation of innovation within and across organizations – while balancing the need for trust versus control in collaboration.
Oral exam based on mini-project
Assessment Oral with Written Assignment
Marking Scale 7-step scale
Censorship External examiners
Exam Period Autumn Term
Duration 20 Minutes
The exam is an individual oral examination (20 minutes per student including votation) based on a mini-project. The mini-project must be written in groups of 3-5 students (max. 15 pages) or individually (max. 10 pages).

If a student is ill during the regular oral exam he/she will be able to re-use the mini-project at the make-up exam. If the student was ill during the writing of the mini-project and did not contribute to the mini-project, the make-up exam can be written individually or in gropus (provided that other students are taking the make-up exam). If the student did not pass the regular exam, he/she must revise the mini-project (confer advice from the examiner) and hand it in on a new deadline specified by the secretariat.
Prerequisites for Attending the Exam
Course Content

This course introduces the study of entrepreneurship. It acquaints students to entrepreneurship as a phenomenon in society and economy and the evolution of entrepreneurship as practice. This includes the starting up of companies, intra- and corporate forms of entrepreneurship, and entrepreneurship as social change. In addition the students will be introduced to the history of entrepreneurship as an academic discipline: main theorists, schools of thought, debates, and state of the art. Introduction to contemporary understandings of entrepreneurship opens dialogues with management and political economy as the recent renaissance of entrepreneurship in society and in businesses and organisations is analysed. Of particular interest are openings towards change management, innovation management, organisational creativity, and social entrepreneurship. The purpose of those openings is to lay the foundation for further knowledge creation and learning within these fields as part of coming courses within the programme.

Teaching Methods
Interactive class assignments with high practical relevance will be used in the course and provide students with the ability to apply their new learning in practice, as well as to reflect upon the context-independent nature of this knowledge and how it is applicable in novel contexts.

Afuah, A. (2004) Business models: a strategic management approach, McGraw-Hill/Irwin, Boston; New York, pp. 2-107 + 153-170.

Chesbrough, H. (2007) ‘Business model innovation: it's not just about technology anymore’, Strategy & Leadership, Vol. 35 Issue 6, pp. 12-17. Chesbrough, H. (2010) Business Model Innovation: Opportunities and Barriers, Long Range Planning, vol 43, pp. 354-363.

Harryson, S. (2008) Know-who Based Entrepreneurship: From Knowledge Creation to Business Implementation, Edward Elgar, 2nd edition.

Harryson, S. (2008) ‘Entrepreneurship Through Relationships – Navigating from Creativity to Commercialisation’, R&D Management, Vol. 38, No. 3, pp. 290-310.

Harryson, S., Dudkowski, R. and Stern, A. (2008) ‘Transformation Networks in Innovation Alliances - the Development of Volvo C70’, Journal of Management Studies, Vol. 45, No. 4 June 2008, pp. 731-58.

Kim W. C. and Mauborgne, R. (2005) Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, Harvard Business School Press.

Sapienza, H., Autio, E., George, G. and Zahra, S. (2006) ’A capabilities perspective on the effects of early internationalization on firm survival and growth’, Academy of Management Review, Volume: 31 Pages: 914-933

Teaching Cases used in the Course:

“Anoto: Born Global Entrepreneurship Through Relationships – Navigating from Creativity to Commercialization”

“Give Me a Brake” – How Porsche Built Innovation Alliances to Commercialize a Breakthrough in Brakes”

“Licensing and Pricing Strategies to Capture the Premium of Innovation – Experience from Tesla Motors, Porsche and Tetra Pak”

“Learning Cases from the European Patent Office (EPO) – Showing when, why and how to patent-protect your inventions”

“A Mobile Case of Know-Who Based Concept Creation – Experience from Finland”

“How Anoto, B&O, Gambro and Porsche Drive Entrepreneurship Through University Collaboration”

“The Development of Volvo C70 – Managing the Transformation from Concept to Commercialization”